Recruitment | Page 66 (765 items)

Very few job candidates "cheat" during pre-employment testing, but when they do it is most likely on psychometric tests, suggesting employers could do a better job of explaining them, says psychologist Prue Laurence.

Recruitment videos on YouTube are "the gift that keeps on giving" when it comes to engaging potential employees and building your employer brand, says the US-based director of sourcing and social strategy at Bernard Hodes Group, Jim Stroud.

All the effort that goes into setting up talent pools can be wasted if, when trying to engage potential candidates, a company promises things it can't deliver, says employer branding specialist Kara McLeod.

Understanding how to interpret signs of deceit in employees - or prospective employees - can be valuable knowledge for HR professionals, says researcher and criminologist Dr David Craig.

Employers should carefully vet the people who interact with candidates during the recruitment process, because the wrong personalities or attitudes toward the organisation can turn off potential hires, says recruitment executive James Nicholson.

Here's the thing: Social media, and the effect it might have on your brand, your connectivity, your business performance, your quality of hire, is so intangible, so ethereal, that it would be like trying to catch the wind. The thing is to just do it...

Employers are increasingly building in-house sourcing functions to facilitate more proactive and strategic recruitment, says US-based sourcing expert, Glen Cathey.

Employers seeking to fill critical leadership gaps must avoid taking applicants at face value, and "push harder" to obtain solid evidence of claimed competencies, says leadership consultant Gerry Davis.

Drumming up support for social media initiatives and a referral program was "challenging", but Deloitte Australia now saves about $6 million annually on its recruitment costs, according to recruitment and mobility leader James Elliott.

Organisations with outstanding talent-management practices outperform their counterparts by eight times total shareholder return, yet only one in five employers treat talent management processes as seriously as their annual budgeting process, research by the Hay Group has found.